Balanced Scorecard: Jared Galleria of Jewelry

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Executive Summary According to Kaplan and Norton (1996), traditional measures of performance were based solely on financial measures which only gave organizations insight on their past accomplishments or failures. In the fast-paced, competitive world of the jewelry retail industry, it is necessary to, not only look at where the organization has been, but to also focus on where it is going. Most jewelry stores fight for the top position in sales and customer satisfaction but in order to achieve these goals, the company must create a plan of action and ways to measure performance. This paper focuses on the creation and explanation of a balanced scorecard for a particular jewelry store based on the company’s mission and vision statements, and goals for the future. Balanced Scorecard: A Management System for Jared Introduced in 1992 by Robert Kaplan and David Norton, the balanced scorecard was designed to assist organizations in tracking financial results while monitoring progress towards future growth (Kaplan and Norton, 1996). As a performance measurement and management system, the balanced scorecard allows organizations to evaluate their performance using multidimensional measures alongside four perspectives; financial, customer, internal businesses, and learning and growth (Perera, Schoch, Sabaratnam, 2007). The objectives of these four perspectives are based on organizational goals and strategies (Kaplan and Norton, 1996). This paper will focus on the organizational goals and strategies of Signet Jewelers Limited (Ltd) and the secondary objectives of Jared, Galleria of Jewelry located in Towson, Maryland which is an entity of Signet Jewelers Ltd. Objectives for each of the four perspectives will be identified along with target metrics in order to create a target value of the metric for each objective. Organizational Goals and Strategies

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